When supporting refugees and asylum seekers, legislation and externally-made decisions may conflict with our moral beliefs, potentially leading to moral injury.

Moral injury refers to the psychological impact that arises from actions or situations that go against our moral values or ethics.

It is a significant driver of burnout and compassion fatigue.

Here are some tips to manage the psychological impact of moral injury and seek support when needed.

ACKNOWLEDGE

• The cause of moral injury and why this may be especially difficult for you

• That moral injury can happen as part of our work and notice when it does 

Signs of moral injury include:

• Feeling unsettled in the moment that an action we have undertaken, witnessed someone else undertake, or been asked to undertake goes against our ethics or moral code

• Anger and irritability directed at oneself or others

• Negative changes in beliefs about oneself, others and the world

• Distress at not knowing how to navigate the discomfort 

• Feelings of guilt and/or shame

• A sense of betrayal

• Physical health problems

• Sleep difficulties 

ACT

• Name that this has happened with colleagues or managers

• Express your thoughts rather than absorbing your feelings

• Include other people in problem solving

• Identify what you can control and what you can’t

• Use spaces provided to share difficult feelings that can arise from helplessness and uncertainty, and ensure you have peer support

• Maintain boundaries between your work and personal life

• Make sure you are looking after yourself

ACKNOWLEDGE

• What moral injury is and how it may show up in yourself and your team

• Instances where moral injury is likely in your organisation

• Past incidents, your degree of control, and available resources within the staff and organisation to address these issues

ACT

• If you notice that you are experiencing moral injury, follow the top tips for staff. Remember that you are modelling what you would like them to be doing for themselves

• Encourage staff to openly discuss their experiences of moral injury during supervision sessions or management meetings

• Foster a culture of open dialogue where team members feel safe to voice their concerns

• Facilitate reflective spaces specifically dedicated to discussing and addressing moral injury

• Help staff to recognise individual, team and organisational strengths that can reduce the sense of helplessness and uncertainty

• Collectively address issues contributing to moral injury and take action to reduce them wherever possible

• Encourage staff to find time to switch off and maintain healthy boundaries between work and personal life